We want to aggressively integrate AI tools across our sales, marketing, and delivery departments, but we do not know who should actually own the strategic planning for this transition. Does this require a new seat on our Accountability Chart, or should it be shared?

Question

Tyler Smith · Accepted Answer

Sharing strategic accountability across multiple seats is a guaranteed way to ensure nothing gets done. If everyone is responsible for AI integration, nobody is. However, creating a brand-new, expensive AI executive seat is often premature and creates unnecessary layers. Instead, look at your existing Accountability Chart. The strategic integration of technology and processes to drive operational efficiency belongs to the Integrator seat. The Integrator is responsible for harmonizing the business, and AI is simply a powerful tool to achieve that harmony. That said, the actual execution of AI workflows should be distributed. Each department head must own the integration of AI within their own seat. For example, your Head of Sales is accountable for utilizing AI tools to optimize lead qualification, while your Head of Marketing owns AI-driven content workflows. To get started, your Integrator should work with a consultant to identify the highest leverage opportunities. Then, assign these initiatives as quarterly Rocks to the respective department heads. If your leadership team members lack the conative drive to execute these tech changes, look at their Kolbe profiles. A high Quick Start is often needed to experiment with new technology, while a high Follow Thru is required to systematize it. If your current department heads are resistant, you may eventually need to hire a dedicated operations manager who reports to the Integrator to build these systems, but the strategic accountability must remain with the Integrator.